1st Edition

Managing IT Performance to Create Business Value

By Jessica Keyes Copyright 2016
    388 Pages 34 B/W Illustrations
    by Auerbach Publications

    388 Pages 34 B/W Illustrations
    by Auerbach Publications

    Managing IT Performance to Create Business Value provides examples, case histories, and current research for critical business issues such as performance measurement and management, continuous process improvement, knowledge management, risk management, benchmarking, metrics selection, and people management. It gives IT executives strategies for improving IT performance and delivering value, plus it guides them in selecting the right metrics for their IT organizations. Additionally, it offers knowledge management strategies to mature an organization, shows how to manage risks to exploit opportunities and prepare for threats, and explains how to baseline an IT organization’s performance and measure its improvement.

    Consisting of 10 chapters plus appendices, the book begins with an overview of performance-based strategic planning, after which it discusses the development of a quality improvement (QI) plan, establishing benchmarks, and measuring performance improvements. It covers how to design IT-specific measures and financial metrics as well as the establishment of a software measurement program. From there, it moves on to designing people improvement systems and discusses such topics as leadership, motivation, recruitment, and employee appraisal.

    The final few chapters show how to use balanced scorecards to manage and measure knowledge-based social enterprising and to identify, analyze, and avoid risks. In addition to covering new methods and metrics for measuring and improving IT processes, the author looks at strategies for measuring product development and implementing continuous innovation. The final chapter considers customer value systems and explains how to use force field analysis to listen to customers with the goal of improving customer satisfaction and operational excellence.

    Designing Performance-Based Strategic Planning Systems
    IT Roadmap
    Strategic Planning
    Strategy Implementation
    In Conclusion

    Designing Performance Management and Measurement Systems
    Developing the QI Plan
    Balanced Scorecard
    Establishing a Performance Management Framework
    Developing Benchmarks
    Looking Outside the Organization
    Process Mapping
    In Conclusion

    Designing Metrics
    What Constitutes a Good Metric?
    IT-Specific Measures
    System-Specific Metrics
    Financial Metrics
    Examples of Performance Measures
    In Conclusion

    Establishing a Software Measurement Program
    Resources, Products, Processes
    Direct and Indirect Software Measurement
    Views of Core Measures
    Use a Software Process Improvement Model
    Software Engineering Institute Capability Maturity Model
    Identify a Goal-Question-Metric (GQM) Structure
    Develop a Software Measurement Plan
    Example Measurement Plan Standard
    In Conclusion

    Designing People Improvement Systems
    Impact of Positive Leadership
    Employee Appraisal
    Automated Appraisal Tools
    Dealing with Burnout
    In Conclusion

    Knowledge and Social Enterprising Performance Measurement and Management

    Using Balanced Scorecards to Manage Knowledge-Based Social Enterprising
    Adopting the Balanced Scorecard
    Attributes of Successful Project Management Measurement Systems
    Measuring Project Portfolio Management
    Project Management Process Maturity Model (PM)2 and Collaboration
    In Conclusion

    Designing Performance-Based Risk Management Systems
    Risk Strategy
    Risk Analysis
    Risk Identification
    Sample Risk Plan
    RMMM Strategy
    Risk Avoidance
    Quantitative Risk Analysis
    Risk Checklists
    IT Risk Assessment Frameworks
    Risk Process Measurement
    In Conclusion

    Designing Process Control and Improvement Systems
    IT Utility
    Getting to Process Improvements
    Enhancing IT Processes
    New Methods
    Process Quality
    Process Performance Metrics
    Shared First
    Configuration Management
    In Conclusion

    Designing and Measuring the IT Product Strategy
    Product Life Cycle
    Product Life Cycle Management
    Product Development Process
    Continuous Innovation
    Measuring Product Development
    In Conclusion

    Designing Customer Value Systems
    Customer Intimacy and Operational Excellence
    Customer Satisfaction Survey
    Using Force Field Analysis to Listen to Customers
    Customer Economy
    Innovation for Enhanced Customer Support
    Managing for Innovation
    In Conclusion


    Jessica Keyes is the former president of New Art Technologies, Inc., a high-technology and management consultancy and development firm started in New York in 1989. Prior to founding New Art, Keyes was managing director of R&D for the New York Stock Exchange and has been an officer with Swiss Bank Co. and Banker’s Trust, both in New York City. She earned a master’s of business administration from New York University and a doctorate in management. A noted columnist and correspondent, Keyes is the author of more than 200 published articles and more than 25 books. She also is a frequent keynote speaker. She is currently a professor at both the University of Liverpool and University of Phoenix.